360 feedback – or perhaps more accurately multi-rater feedback
– is a great way of finding out what impact we have on others. We
all see the world differently and experience people differently depending
on our own values and perspectives. What we think perhaps as challenging
feedback for example, may be experienced by others as criticism or a dismissal
of what we do.
If not managed appropriately then 360 feedback can be interesting best,
or destructive at worst.
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1 |
Ensure that the individual is ready to accept the
feedback as at least others views, even if they may not choose to
change anything as a result |
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2 |
Ensure that the feedback can be given confidentially –
this encourages honesty and openness |
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3 |
Remember – language is always open to interpretation so
be careful of the words you use and don’t assume that people
will interpret a descriptor the same way as you do – for example,
“businesslike” can be interpreted as “professional”
(positive) or in some peoples views, “cold and only focussed
on the task” (not as positive) |
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4 |
Similarly remember that any rating scale is open to interpretation
– if you use ratings that include some of the time, or most
of the time for example then that immediately introduces individual
judgement which will vary from person to person |
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5 |
Consider the difference between proprietary 360 tools (where
there is research-based validity and reliability) with bespoke exercises
(where there may be more relevance to certain areas but without
the objective rigour) |
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6 |
If your organisation has a set of leadership competencies it
makes more sense for the 360 feedback to be integrated with them
than to do something different |
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7 |
Think about who should be asked to give feedback – try
and ensure a balanced group to get a more rounded view, asking only
friends or people you don’t get on with will result I distorted
feedback. |
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8 |
Always deliver the feedback in a one to one session where the
individual can be properly supported by a trained and competent
person |
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9 |
Always consider the context in which the individual and organisation
are currently in as this will have an impact on behaviour and will
help to position why the feedback is perhaps why it is |
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10 |
Do it again! It usually takes 2 or 3 cycles for people to become
comfortable with both receiving and giving feedback and the honesty
and usefulness will increase |